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Dissertations / Theses on the topic 'Change management'

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Published: 4 June 2021
Last updated: 29 July 2024

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1

Gianforte, Jeffrey J. "Change management." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007gianfortej.pdf.

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2

Kebrlová, Linda. "Change management." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-75417.

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This diploma thesis is focused on Change Management, for which I used translation "správa změn" in my thesis. The diploma thesis includes a proposal for solution of Change Management, which is based from elements of RUP (Rational Unified Process), and methodology and CMMI (Capability Maturity Model Integration). In the first chapter, entitled Software requirements, there are at first defined basic concepts related to Change Management. The chapter includes the definition of software requirements and specification of different types of requirements. Then it focuses on sphere of Requirements Management, involving Change Management. Next part of chapter includes improving of existing processes, which can be used for change-oriented processes. The following section introduces the basic characteristics of RUP methodology. At first there are described its basic features, best practices and elements of methodology. The following there are described the components and procedures of specific discipline Configuration and Change Management. A separate part of thesis is also focused on the the presentation of the CMMI model. In the charter, which is devoted to this model, there is a definition of basic concepts. Then there is description of the model, the various components and method of improving in CMMI model. In the following section is a description of the Change Management in the CMMI model. The final part tries to evaluate the Change Management in concept of the RUP methodology and CMMI model. It also focuses on aspects of integrating these two areas. I try design solution of Change Management based on analysis of available information. This solution is the main aim of my thesis.
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3

Koufalis, Dimitrios. "Change Management." [S.l. : s.n.], 2004. http://www.bsz-bw.de/cgi-bin/xvms.cgi?SWB11380483.

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4

Mines, Janie L. (Janie Louvenia) 1958. "Integrated change management." Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/60755.

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5

Braun, Stanley. "Systemisches Change Management." Universitätsbibliothek Chemnitz, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:ch1-qucosa-197886.

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Wertewandel ist ein bestimmender Faktor unserer Generation. Er durchdringt alle Bereiche des sozialen Miteinanders und macht auch vor den Subsystemen unserer Gesellschaft nicht halt. Der Wertewandel in den funktionellen Subsystemen der Wirtschaft ging dabei stets mit dem Begriff der Organisationsentwicklung einher. Diese ist jedoch nur in der Lage Teilaspekte des Wandels abzudecken, für eine ganzheitliche Betrachtung mangelte es bisher an einer theoretischen Unterstützung. Dieser Beitrag rückt daher das systemische Change Management in das Zentrum der Betrachtung. Neben seiner integrativen Ausrichtung zeichnet es sich vor allem durch eine normative Fundierung aus. Es soll anhand eines konkreten Beispiels aufzeigt werden, wie das systemische Change Management strukturiert ist und welche Wirkungsmechanismen es in einem organisationalen Wandlungsprozess entwickeln kann.
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6

Liu, Sha. "Software Configuration Management and Change Management." Thesis, Mälardalen University, Mälardalen University, Department of Computer Science and Engineering, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-5726.

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Nowadays, as the use of computers is rapidly spreading to our life, software is getting more and more complex and large in computer systems. Therefore, the software configuration management (SCM) is playing an increasingly important role in the software development process. One of its significant activities is change management, which has an outstanding role in dealing with the continued and concurrent change requirements during the system development and use.

In this report, we describe some basic activities of SCM, overview some representative SCM CASE tools with emphasizing on change management and analyze a possibility of integration of SCM version management tool (e.g., Subversion) and error management tool (e.g., Bugzialla) in order to provide an integrated software configuration management and change management. Moreover, a set of exercises based on RCS are developed, which illustrate some SCM simple activities and their modification to facilitate version management and change management.

 

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7

Kling, Lars. "Change Marketing : marketingbasierte interne Kommunikation im Change Management /." Aachen : Shaker, 2003. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=010240729&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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8

Bürgermeister, Markus. "Change und Planung : Zu einem Balanced-Change-Management /." Mering, Schwab : Hampp, R, 2009. http://deposit.d-nb.de/cgi-bin/dokserv?id=3191329&prov=M&dok%5Fvar=1&dok%5Fext=htm.

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9

Bürgermeister, Markus. "Change und Planung zu einem Balanced-change-Management." München Mering Hampp, 2008. http://d-nb.info/991646568/04.

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10

Gustafsson, Andreas, and David Aspegren. "The management consultant as a change agent : Critical success factors in change management." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-584.

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Introduktion

Det har pågått en diskussion om konsultverksamhet är ett yrke eller en hel industri. Många tänkare har kommit fram till att det är både och. Konsultfirmorna erbjuder idag också många olika typer av service, den här uppsatsen har sitt fokus på förändringsledningsområdet samt att beskriva managementkonsultens roll som förändringsagent. Trots att det ofta är svårt att se vilka effekter förändringar har på organisationer så är det viktigt att förändra. Förändringsledning är dock mycket svårt och därför misslyckas många förändringsprojekt.

Syfte

Syftet med denna uppsats är att beskriva managementkonsultens roll som förändringsagent samt att identifiera problem i och omkring förändringsprocessen. Vidare hoppas man kunna hitta exempel på problem och framgångsfaktorer för att förbättra förändringsledning.

Metod

Den här studien är gjord utifrån ett deduktivt synsätt. De empiriska data har sedan insamlats genom användandet av kvalitativa semistrukturerade intervjuer. Det främsta skälet till valet av en kvalitativ undersökning var att få en djupare kunskap inom undersökningsområdet samt att det ansågs vara bästa sättet för att uppnå syftet. Författarna undersökte tre olika projekt genom att intervjua en konsult och en klient inom vart och ett av projekten. På grund av uppsatsens fokus på förändringsagenter så säkerställdes att alla tre konsulterna hade denna roll när de ansvarade för ledning av förändring.

Resultat

Många faktorer påverkar implementeringen av förändringar i organisationer. I konsultens roll som förändringsagent är det viktigt att inte bli en implementerare, i slutändan är det klientens organisation som ska förändras. För att uppnå framgångsrik förändring har författarna kommit fram till några slutsatser som är vitigare än andra, bland dessa finner man, skapandet av involvering och gemensamt engagemang för förändring, hitta det verkliga problemet samt att man inte glömmer vikten av att involvera chefer och ledare.

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11

Ewerstein, Anders, and Markus Jansson. "Management method for Change Management in ERP systems." Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-177379.

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Målet med detta arbete är att förbättra Spotifys processer när de gör förändringar internt som påverkar deras finansiella system. Arbetet har genomförts genom att kartlägga de team hos Spotify som skapar, påverkar och använder data i det finansiella systemet. Vidare har de olika teamens arbetssätt jämförts och skillnader i hur de arbetar identifierats. Baserat på de identifierade skillnaderna påvisas vilka utmaningar som finns när Spotify genomför förändringar där flera team är involverade. Kartläggningen visar att det finns både olika arbetssätt och grundinställning hos de olika teamen som skapar utmaningar i förändringsarbetet, speciellt i tvärfunktionella projekt. Slutsatser från resultatet presenteras i form av några olika förslag vilka kan hjälpa till att förbättra förändringsarbetet vid tvärfunktionella projekt hos Spotify. Skapa en koordinatorroll som fungerar som en gemensam kontakt för alla ärenden som genererar förändringar i det finansiella systemet. Genom den nya rollen tydliggör man informationsflödet. Skapa ett nytt team som ansvarar för alla förändringar som påverkar det finansiella systemet. Ett nytt team minskar beroenden mellan de olika teamen. Använda sig av tvärfunktionella projektledare som får dedikerade resurser att driva projekt där flera team är inblandade. Projektledaren kan då äga och ta ansvar för hela processen. Förändra så att alla inblandade team mäts på värdeskapandet för hela kedjan istället för att bedömas när de levererat sin del. Anordna en kortare workshop (1-5 dagar) med deltagare från de team som behöver interagera med varandra vid en förändring. Det blir ett effektivt sätt att minimera ledtiden mellan teamen. Skapa serviceavtal mellan de olika teamen, så att varje team effektivare kan planera sina resurser och veta vilka förutsättningar som gäller.
The objective of this thesis is to help Spotify to improve their internal change management process in their financial system. The work was done by charting the internal teams that create, influence and use data in the company’s financial system. Furthermore, the working methods of the different teams were compared and differences in how they work were identified. Our findings show that there are both different working processes and attitudes between the teams. This creates challenges in the change management process, especially in cross-functional projects. Conclusions from the results are presented as suggestions. These may help to improve the change management process in cross-functional projects at Spotify: Implement a coordinator role, which works as a single point of contact for everything that is related to changes in the financial system. The new role helps to improve the distribution of information. Create a new team that is responsible for all changes that affect the financial system. A new team reduces dependencies betweenthe different teams. Introduce cross-functional project managers who receive dedicated resources to implement projects where multiple teams are involved. The project manager can then take full responsibility for the entire process. Make sure the effectiveness/productivity of all involved teams is measured by the value created for the whole value chain rather than when their respective part has been delivered. Have a workshop (1-5 days) in which participants from the teams that needs to integrate components work together. This will be an effective way to minimize the waiting time between the teams. Create a service level agreement between the different teams, so that each team can efficiently plan their resources and know what to expect from other teams.
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12

Pescher, Julia. "Change-Management Taxonomie und Erfolgsauswirkungen." Wiesbaden Gabler, 2009. http://d-nb.info/999240668/04.

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13

Victor, Paul. "Change management : an integrative approach." Thesis, University of Salford, 2008. http://usir.salford.ac.uk/26954/.

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This thesis explores the nature of organisational change and proposes that the majority of change programmes are unsuccessful due to their interventionist orientation. The inherent complexity of organisational change is such that the change needs to be understood from a range of perspectives and that many factors need to be fully integrated if the change is to be managed effectively. The original proposition was a vertically integrated methodology called the Five Dimensions of Change that stratified and integrated organisational activity from strategic planning to operational processes. This was fundamentally a prescriptive and positivistic model of change management, that was subsequently developed into a more interpretive, question-based approach called the Six Dimensions of Change, which included a focus on the person-centred and socio- cultural aspects of an organisation and proposed a more integrated and generative methodology. This approach was further refined to encompass the critical learning of the author that a change agent must take full cognisance of the personal and symbiotic relationship they have with the change programme. This holistically integrative methodology is explored through the use of the DNA helix, representing the importance of direction, task focus, people focus and the nature of engagement of the change agent. Three case studies explore the development and refinement of the methodology and these are explored from three perspectives: researcher, change agent andlearner, thus providing epistemological relativism and ensuring that the essential elements of action, learning and research were the focus of the work. Action Learning was central to the development, and critically to the refinement, of the integrative methodology and this is documented within the thesis, as is the personal and professional development of the author. Action Learning Sets provided opportunity for constant challenge and critical evaluation of the work and resulted in a significant personal exploration of the manner in which the author as a change agent interacts and engages with a change programme.
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14

Norbye, Knut Magnus Gjertsen. "Engineering Change Management in Shipbuilding." Thesis, Norges Teknisk-Naturvitenskaplige Universitet, 2012. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-21100.

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In today’s global competitive market, it is getting increasingly more important to continuously improve by delivering high quality products at a faster rate and to a lower price, in order to stay competitive. In this context, companies have recently realised the significant advantages a proper engineering change management (ECM) process can yield in terms of time to market and reduced cost. Thus, there is an increased attention towards technology that can better cope with the current ECM problems, and thereby aid a company in getting the competitive edge compared to its competitors. However, since such technology selection is one of the most challenging decisions company management encounters, it is crucial to have a good understanding of the problem ahead and implications of the possible solutions.The overall purpose of this thesis is to develop a framework that will aid companies with ECM related technology selection. Prior research has already identified ECM as a critical process in new product develop and thereby crucial for a company’s competitiveness. Despite the importance, the previous research on ECM appears as scarce. Hence, the technology selection framework is a response to the increased awareness of the significant advantages a proper ECM process can yield, along with the inadequate attention ECM has received in academic research literature. The research presented in this thesis includes a review of literature on product lifecycle management (PLM) and ECM. The research identifies four core ECM problems, change propagation, knowledge management, collaboration, and information interpretation. Along with these problems, the research also identifies a wide variety of different solutions and approaches to cope with the problems. These findings are then consolidated into a framework providing a concise overview of the key characteristics and relationships among ECM problems and solutions.A study on Simens’ PLM system Teamcenter was also performed. This examination was performed in an ECM context, where the intention was to get a broader understanding of which ECM capabilities that are present in today’s information technology (IT) solutions. Through consolidating the findings from the Teamcenter examination and the findings from the literature study, a revised framework was developed. The last part of the research presents a case study of the Norwegian shipbuilding company Ulstein. The purpose of the case study was to thoroughly analyse Ulstein’s current ECM process by adapting the technology selection framework. The case study presents Ulstein’s current ECM process, followed by an extensive discussion of possible improvements. Based on this assessment, concluding remarks on how Ulstein should improve their current ECM process were made.The proposed framework makes it possible for a company to easily classify its own capabilities in relation to the core ECM problems. When adapted, the framework will provide an intuitive overview which enables the company to compare its own capabilities with other solutions available, aiding the process of adapting new technology and assessing its potential impact.
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15

Schmidt, Boris. "Change management - den Wandel gestalten." Universitätsbibliothek Leipzig, 2014. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-139823.

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Die Hochschulwelt ist voll von Wandel. Doch nicht jede Veränderung gelingt, und kaum ein Veränderungsprojekt kommt ohne Widerstand und ohne unvorhergesehene Ereignisse aus: Den Wandel in Hochschulen und Wissenschaft zu gestalten, ist ein hartes Geschäft - und dochgibt es Hoffnung.
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16

Fassauer, Gabriele. "Messages on "Resistance to change" in German change management approaches." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2015. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-170116.

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"Resistance to change" is one of the most important topics of change management in organizations. The paper investigates the analytical framing of „resistance“ and the „resistant employee“ in established German literature on change management. The analysis reveals three main messages referring the characteristics of resistance and the resistant change recipient. These are 1) that resistance is a „natural“, nearly inevitable phenomenon in organizational change processes, 2) that every behavior of employees in change processes is potentially resistant and thus often „false faced“, and 3) that resistance often is based on „irrational" and "emotional” motives. From a critical standpoint, this appears as a rather problematic understanding of (employee) agency and resistance. The result once more point to the overdue reconceptualization of "resistance to change" within the change management discipline and raise general questions referring to the high popularity of the analyzed segment of literature.
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17

Pasqual, Michael C. "Multilayer network modeling of change propagation for engineering change management." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/62481.

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Thesis (S.M. in Technology and Policy)--Massachusetts Institute of Technology, Engineering Systems Division, Technology and Policy Program; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Aeronautics and Astronautics, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 141-143).
Engineering change management is a critical and challenging process within product development. One pervasive source of difficulty for this process is the phenomenon of change propagation, by which a change to one part or element of a design requires additional changes throughout the product. Research efforts to understand and manage change propagation have largely drawn on network analysis. This thesis builds upon past research by introducing a multilayer network model that incorporates three proposed layers, or domains, that contribute to change propagation: namely, the product layer, change layer, and social layer. Each layer contains a distinct network of nodes and intralayer edges, but also connects to the other two layers through inter-layer dependencies. The model facilitates extensive quantitative analysis of change propagation using a repository of single-layer, double-layer, and triple-layer tools and metrics. A case study of a large technical program, which managed over 41,000 change requests in eight years, is employed to demonstrate the practical utility of the model. Most significantly, the case study explores the program's social layer and discovers a real-world correspondence between an engineer's organizational role and the propagation effects of his or her work, as measured by the newly proposed Engineer Change Propagation Index (Engineer-CPI). The case study also reveals that parent-child propagation often spanned more than one, but never more than three, system interfaces, thus confirming the possibility of indirect propagation. Finally, the study finds that propagation always stopped after five, and rarely more than four, generations of descendants. In all, the multilayer network model's holistic approach has significant policy implications for engineering change management in industry.
by Michael C. Pasqual.
S.M.
S.M.in Technology and Policy
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18

Kameda, Mitsuhiro 1971. "Disruptive innovation : value change and complementary change." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/17867.

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Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2004.
Includes bibliographical references (leaves 89-93).
I expand Christensen's concept and classify two disruptive technologies, company disruptive technology and product disruptive technology. The company disruptive technology is Christensen's definition itself. The product disruptive technology is the disruptive one outside his definition, for example the digital still camera (DSC). I will discuss about some cases, such as a case of high-end disruption, in this expanded definition. Company disruption follows product disruption. Targeting "company" is useful for making strategies, but it is not enough to target only "company" disruptive innovation because the product disruption sometimes badly damages or kills companies. Complementors, such as other products, law, environment etc, are also very important when we consider the disruptive technology, because they change the value criteria of the product performance. It is very important for us to take advantage of complementors in order to grow the disruptive technology. Disruption is a process and it does not always disrupt everything. The disruption is limited in the case of value-change disruption and another disruption is usually required to disrupt a product which falls outside the immediate influence of the first disruption. The disruptions must be happen one after another to disrupt all in the case of the value-change disruption. Circumstances also limit the impact of product disruption. Therefore, it is very useful for one to check and consider a disruptive technology from the viewpoints of both the value criteria and the circumstances.
by Mitsuhiro Kameda.
S.M.M.O.T.
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19

Ridgeway, Graeme Mansel. "Introducing total quality management : a change in management ideology." Thesis, Sheffield Hallam University, 1997. http://shura.shu.ac.uk/3182/.

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Total Quality Management (TQM) is a phenomena of the eighties. According to Pascale (1990), it has received more publicity than any other management innovation. Its level of popularity seems only to be rivalled by the variety of ways it manifests itself to managers and academics. This thesis is an explanatory case study (Hamel 1993; Yin 1994), based on research into one company's efforts to introduce Total Quality Management to their organisation. The research task was to explain the changes being brought about within the researcher's employing company, Ilford Limited, a photographic materials manufacturer, during six years of TQM adoption. The exploration of different perspectives that would explain the organisational changes being studied were primarily driven by a search for 'useful knowledge' (Louis 1983). This work grew from TQM as a quality improvement programme to the use of an ideological perspective and critique, (Bendix 1956; Gramsci 1971; Seliger 1976; Giddens 1979; Anthony 1977; Habermas 1984; Mumby 1988), which could be seen as contextually relevant, (Pettigrew 1985). Bendix defined management ideology as "those ideas which are espoused by or for those who exercise authority in economic enterprises". It will be argued that TQM renews the ideological appeal which is focused on securing managerial commitment to the aims of the organisation. The need for a renewed appeal in Ilford followed an 'array of cost cutting attacks' such as redundancy and reorganisation, in which managers have become as much the victims as the shop floor workers in the past. The effect of this 'victimisation' on the management community in Ilford was significant and led to an increasing alienation of its managers, (Baxter 1982). This alienation was aggravated by a rising cynicism amongst managers and a loss of value previously inherent in their work as a central life interest. The importance of committed managers to the success of the organisation is highlighted by Anthony, who comments that managers will replace the manual worker as the focus for ideological appeal, because they are now "the determinant of productivity". In Crosby's (1979) view, management commitment is 'Step One' in improving quality management and other writers on quality such as Deming (1986) and Juran (1992), would concur that managers are also the 'determinant of quality'. TQM has therefore, two main roles, an overt role as a rational response to poor competitiveness and a covert role of renewing the legitimacy of a management ideology. Both of these roles are examined in this thesis. TQM as ideology is also a critique of the rational management perspective, in Thompson's (1989) words, "ideology is the thought of the other". The derogatory use of the term to indicate a 'false consciousness' and as a hegemonic project that has infiltrated companies with "New Right" ideas of the "internalisation of market relations", has been developed by some Trades Unions and academics, ( Hall, 1988; GMBU Paper 1991; Du Gay and Salaman 1992; Tuckman 1994). This perspective will be discussed in the context of the case study and the search for useful explanations of TQM induced changes at Ilford Limited.
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20

Baumöl, Ulrike. "Change Management in Organisationen situative Methodenkonstruktion für flexible Veränderungsprozesse /." Wiesbaden : Gabler, 2008. http://sfx.metabib.ch:9003/sfx_locater?sid=ALEPH:DSV01&genre=book&isbn=978-3-8350-0905-9&id=doi:10.1007/978-3-8349-9640-4.

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21

Mur, Torrentó Rubén Javier. "Adapting forest management to climate change." Doctoral thesis, Universitat de Girona, 2013. http://hdl.handle.net/10803/130966.

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Climate change is one of the most important challenges of the 21st century. The increase in the concentration of CO2 in the atmosphere, in temperatures, and changes in the precipitation pattern are expected to alter the dynamics of forest ecosystems and the process of natural disturbances like fire or pests. Thus, it seems necessary to adopt policies to increase the resilience of forest ecosystems through management practices. At the same time, forest ecosystems can play an important role to mitigate climate change impacts through the sequestration of carbon. This thesis aims to integrate a biogeochemical and an economic model in order to determine the optimal management regime of a forest under climate change. It analyses the capacity of Mediterranean forests to adapt to new environmental conditions, to an increase in wildfires, and evaluate the associated costs and benefits. Likewise, it determines forest carbon sequestration costs, so that they can be compared with the costs of other mitigation policies
El canvi climàtic es un dels reptes mes importants del segle XXI. L’increment en l’atmosfera de la concentració de CO2, en les temperatures i en el règim pluvial, comportarà canvis en la dinàmica dels ecosistemes forestals així com en els processos de pertorbació naturals com els incendis o les plagues. Per tant sembla necessari adoptar polítiques que augmentin la resiliencia dels ecosistemes forestals a través de la gestió. Al mateix temps, els propis ecosistemes forestals poden ajudar a mitigar els impactes del canvi climàtic mitjançant l’emmagatzematge de carboni. La present tesis integra un model biogeoquímic amb un d’econòmic per determinar la gestió òptima d’una parcel·la forestal en presencia de canvi climàtic. Això permet analitzar la capacitat dels boscos mediterranis d’adaptar-se a les condicions climàtiques canviants i a l’increment d’incendis forestals, avaluant d’aquesta manera els costos i els beneficis associats. A més, també es determinen els costos de l’emmagatzematge de carboni amb la finalitat que puguin ser comparats amb els costos d’altres polítiques de mitigació
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22

Robèrt, Markus. "Mobility Management and Climate Change Policies." Doctoral thesis, KTH, Samhällsplanering och miljö, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4539.

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Globally, the transport system faces a paradigmatic shift where, in addition to increased local traffic problems, climate change and depletion of fossil oil reserves will foster a successive transition to renewable fuels and a need for more resource-efficient mobility management and communication alternatives. Foresighted countries, cities or companies taking the lead in adapting to these tougher conditions might well not only solve those problems, but also turn the problems into business advantages. This thesis is based on six studies that attempt to develop future strategies based on rigorous principled emission and energy efficiency targets and to modulate the impact of travel policies, technical components and behaviours in economically advantageous ways. The modelling frameworks developed throughout the thesis build on a target-orientated approach called backcasting, where the following general components are applied: (1) target description at a conceptual level i.e. the potential for sustainable energy systems, emissions, costs, behavioural patterns, preferences, etc.; (2) mapping of the current situation in relation to target description; and (3) modelling of alternative sets of policies, technologies, behaviours and economic prerequisites to arrive at target achievement. Sustainable travel strategies are analysed from two main viewpoints. The first four studies focus on company travel planning, where behavioural modelling proved to be an important tool for deriving targetorientated travel policies consistent with employee preferences. The latter two studies focus on strategies and preconditions to meet future emission targets and energy efficiency requirements at a macroscopic regional level by 2030. Backcasting’s role as a generic methodology for effective strategic planning is discussed.
QC 20100816
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23

Feng, Philip. "Change management - New Ways of Working." Thesis, KTH, Fastigheter och byggande, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-217001.

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Many organisations have moved into an activity based workplace (ABW), and this have led to great changes for the employees’ ways of working. The workplace is supposed to provide with different workstations/environments for the employees, where they can choose the environment that best suits their task at hand, such as concentration areas or open space. This means that the employees do not have assigned seats, and they are free to choose between different workstations. The ABW is supposed to improve factors such as collaboration, satisfaction, flexibility and productivity. In order for the employees to work in ABW, the employees’ ways of working needs to change, and this is usually referred to as New Ways of Working (Newwow). It is not unusual that organisations have had problems with the implementation of Newwow, where the implementation have not been as successful as hoped. This master thesis looks into the problems that occurs when Newwow is implemented, and what factors that are important when organisations changes from traditional ways to Newwow. This thesis has been a qualitative study, interviewing people from three Swedish organisations that have implemented ABW, as well as interviewing consultants that helps customers with the implementation.    The human factor is important in the change, and there is a need to get people on-board in order to create a workplace where the employees can thrive. Many different things needs to be done in an implementation of Newwow and ABW, such as physical workplace, digitalisation, work culture and more. In this master thesis the human perspective have had more focus, as humans are going to work in the workplace and the goal is to improve their work. Many of the difficulties is usually to get humans on-board with the implementation. Making some deviations from the ABW is ok if the reasons are justified, for example someone gets to sit on an assigned seat due to health reasons. A clear and open communication has proven to be important factors for a successful implementation. Further research in Newwow and ABW is important, as many organisations are moving to ABW, which affects many employees.
Många företag har flyttat in till aktivitetsbaserat kontor (ABW), vilket har lett till stora förändringar för de anställdas sätt att arbeta. Arbetsplatsen ska tillhandahålla olika arbetsplatser/miljöer för dem anställda, där de kan välja det som bäst passar uppgifterna de har för stunden, så som koncentrationsområden eller  öppet plan. Detta innebär att de anställda inte har bestämda platser och kan fritt välja mellan olika arbetsplatser. ABW har för avsikt att förbättra faktorer så som samarbete, tillfredställelse, flexibilitet och produktivitet. För att de anställda ska jobba i ABW, så behöver deras sätt att arbeta förändras, och det är oftast kallad för New Ways of Working (Det nya arbetsättet, Newwow). Det är inte ovanligt att företag har haft problem med implementeringen av Newwow, där implementeringen inte varit så lyckat som man hoppats på.  Detta examensarbete tittar på problemen som uppstår när implementering av Newwow görs, och vilka faktorer som är viktiga för att minska motståndet när företag går över från traditionellt sätt att arbeta till Newwow. Det här arbetet har varit en kvalitativ studie, där intervjuer har gjorts med personer från tre svenska företag som har implementerat ABW, så väl som konsulter som hjälper sina kunder med implementeringen.  Människofaktorn är viktig i förändringen, och det finns behov av att få med sig folk för att kunna skapa en arbetsplats där de anställda kan lyckas i. Många olika saker behöver göras i en implementering av Newwow och ABW, så som fysiska arbetsplatsen, digitalisering, arbetskultur med mera. I detta examensarbete har människoperspektivet haft mer fokus, då människorna ska jobba i arbetsplatsen och målet är att förbättra deras arbete. Många svårigheter är oftast att få människor ombord på implementeringen. Vissa avvikelser från ABW är ok om det finns välbefogade anledningar, exempelvis att man får sitta på bestämd plats av hälsoskäl. En tydlig och öppen kommunikation har visat sig vara viktiga faktorer för en lyckad implementering. Fortsatta studier i Newwow och ABW är viktigt, då många företag flyttar in till ABW och det påverkar många anställda.
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McRoy, Ian. "Management of change in higher education." Thesis, Middlesex University, 2006. http://eprints.mdx.ac.uk/6556/.

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The project concentrates on the issues facing Intercollege in its move towards university status. The purpose here is to establish a methodology that will assist the process of gaining university status whilst addressing the change management issues. The project provides evidence that indicates successful application of change management techniques through the use of communication and presentation skills, exercising responsibility, leadership and delegation of authority so that plans can be successfully implemented through both transformational and evolutionary change mechanisms. The main themes that emerged from the research are contextualised in a model. Substance considers the external influences impacting on a complex institution such as a university and what senior managers should do in order to enact change. In context the external environment is significant with regard to how the individual stakeholders perceive higher education and how its services may be utilised by them. Stewardship of the institution is focused on leadership and ensuring that all managers fully engage with staff. To support this action learning activities are employed to determine the underlying concepts that require addressing. The overlap applies in different forms throughout the research to reveal that by employing action research techniques, leaders and change agents instigate action learning sets as a development tool to overcome these aspects. The research indicates that it is difficult to become a successful change agent without being an effective leader and that those successful leaders are successful change agents. The project concludes that a praxis of leadership development programme is implemented for managers and that action learning be used to support this in order to achieve a successful outcome during the transformation from college to university status. This will allow individuals to focus on the transfer of learning to the live challenges of the change process.
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Robèrt, Markus. "Mobility management and climate change policies /." Stockholm : Arkitektur och samhällsbyggnad, Kungliga Tekniska högskolan, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4539.

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羅左華 and Cho-wa Law. "Change management: a people-oriented approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267348.

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Duffy, J. S. "The management of change & copyright." Thesis, University of Nottingham, 1985. http://eprints.nottingham.ac.uk/12573/.

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The main focus of this thesis is the three copyright collecting societies operating in the music field - PRS, which looks after the public performance and broadcasting rights in music, MCPS which is responsible for the mechanical (recording) right in music and PPL which looks after the public performance and broadcasting rights in sound recordings. Between them, these three societies had gross revenue (before costs) of over £83 million in 1983, of which PRS was responsible for 72%, MCPS for 17% and PPL for 11%. The thesis attempts to investigate their operations and performance. In many ways they are similar but there are also important differences especially between PRS and PPL on the one hand and MCPS on the other. They all depend for their operations on the concept of collective licensing – that copyright owners can more effectively exploit their copyrights by banding together in societies such as PRS, MCPS and PPL. In many cases, collective licensing represents the only possibility for the copyright owner to receive income from his copyright. All three societies also use blanket licences in their operations to various extents this means that licensees can use the entire repertoire of the society on payment of royalties and provided they supply the society with returns of their music use (on which the society bases distributions to members). Since PRS and PPL are effective monopolies, representing virtually all copyright owners in their respective fields, such licensing can be effective. MCPS is an effective monopoly only in the broadcasting field and it is only in this field that it employs blanket licensing. The other fundamental differences between MCPS and the other two societies are its agency relationship with its members and its charging of a commission to cover costs. All of this is looked at in detail.
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Meir, Joseph Maurice. "The management of change in construction." Thesis, Massachusetts Institute of Technology, 1988. http://hdl.handle.net/1721.1/76009.

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Wilson, James St Stephen. "Web-based change management support tool." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/91743.

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Karnouskos, Stamatis. "Effective Change Management in Modern Enterprises." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-49777.

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Modern enterprises are constantly under change in the effort to enhance their internal operations and become more competitive in the market. A change process is always a challenge, and its success needs to consider multi-angled approaches, as it affects all involved stakeholders. The way changes are tack- led is fundamental to the success and survivability of an enterprise. Change is interwoven with risks, and therefore it has to be effectively managed in order to be successful. This work presents an effort to identify the key factors that should be con- sidered in order to lead to effective change management in modern enter- prises, and quantify their relationship to it. The theoretical investigation re- veals that key factors often considered, both in theory and in practical change management strategies, include Employee, Leadership, Training & Develop- ment, Reward & Recognition, Culture, Politics, Information Systems. Driven by these findings, a model is proposed that depicts their correlation towards effective change management. Subsequently, a survey is conducted, and sta- tistical analysis is performed to the empirical data collected, in order to eval- uate the proposed model and its hypotheses. The empirical results indicate that all selected key factors, contribute towards achieving effective change management as hypothesized. The results of this work, may benefit enterprise managers planning, exe- cuting and assessing change processes, as proper considerations of the factors discussed throughout this work may increase the chances of the change pro- cess success, resulting in a better performing and competitive enterprise.
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Donnison, Louise. "Mycology of haymeadows under management change." Thesis, Aberystwyth University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.287116.

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Management improvements have caused a decline in plant species diversity in traditionally managed haymeadows. The aim of this study was examine the effects and causes of management improvements on the soil microbialocmmunity with particular emphasis on the fungal component. A seasonal study of 3 sites showed that management improvements to haymeadows consistently reduced soil microbial biomass C, but had no effect on dehydrogenase activity and basal respiration. Management improvements to these sites also caused a significant reduction in VAM spore numbers, soil fungal biomass, measured as soil ergosterol content and the PLFA 18:w6, and a decrease in the fungal:bacteria PLFA ratio. VAM spore numbers were not correlated with the possibly mycorrhizal NLFA 16:w5. In the Welsh haymeadow, fungi of the genera Fusarium, Mucor, Absidia, Cladosporium, Trichodenna, Acremonium, Zygorhynchus and Paecilomyces were commonly isolated on litter and soil. Commonly isolated fungi had proteolytic and urease activity, and approximately half had cellulose and lignin decay abilities. Management improvements induced shifts in the isolation frequency of these fungi, resulting in an increase in more general resource fungi, capable of growth on both litter and soil. Management improvements to haymeadows, may also have reduced species diversity of litter fungi. Agar and microcosm experiments established that changes in fungal community structure observed in the field could be in response to changes in plant litter inputs and applications of NPK fertiliser. Pairings of fungi on PDA showed that there was a combative hierarchy amongst the fungi, but was not able to show if this hierarchy was affected by NPK. A field experiment found no response of the soil microbial community to short term applications (2 years) of fertiliser or fungicide. The findings of this study suggest that management improvements to grasslands will induce changes in microbial and fungal community structure, this will be discussed.
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Higdon, Lora Elizabeth. "Change management for small business leaders." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10182301.

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Small business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured interviews were conducted in various cities throughout the state of Michigan. The participants were small business owners of privately held American companies that had been in business for a minimum of 5 years. Twelve interview questions were asked to answer the 4 research questions. Many themes emerged. Some of the challenges that participants face while managing change are resistance to change, communication issues, lack of confidence, lack of resources, lack of knowledge/experience, absence of strategy, conflicts of interest, and lack of emotional intelligence. The participants shared many different strategies for successful management of change and also offered their lessons learned over the years. The main overall theme presented by all of the participants in this study was the importance of knowledge and experience for management of change in small businesses.

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Terblanche, Thersia. "Change Management in a biopharmaceutical company." University of Western Cape, 2020. http://hdl.handle.net/11394/8003.

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Magister Pharmaceuticae - MPharm
This study aimed to review the change management implemented in a Biopharmaceutical company in Cape Town in the light of existing literature on change management theory. Three main constructs were identified: process of change, readiness for change and climate of change. A quantitative pencil-and-paper survey were used to explore and describe employee experience of the change management process within a single department of a biopharmaceutical company in Cape Town. Cronbach alpha coefficient confirmed internal reliability (α = 0.94) of the questionnaire constructs. Employees across all ages reported average scores for all constructs (M ≥ 2.5 < 4), indicating a similar experience regardless of age. A medium-strong positive correlation (p < 0.01; r = 0.49) was observed between process of change and climate of change.
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Ylander, John. "Constructive management : synchronizing relations in change /." Göteborg : BAS : School of Business, Economics and Law, University of Gothenburg, 2008. http://hdl.handle.net/2077/18747.

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Law, Cho-wa. "Change management : a people-oriented approach /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.

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Ilyukhina, Oxana, and Anna Stathopoulou. "Cultural effect on the change management." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-45088.

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AbstractChange is incorporated in our personal and professional lives and there is no argument about that. In today’s era of constant technological and economical evolution, businesses are forced to adapt to the new circumstances by leveraging efficiency, decreasing time of adaptability in order to gain competitive advantage and survive. For this reason, the change management field’s role is considered to be crucial for all organizations in all industries. The change management process obtains multiple components among others, communication, leadership and resistance to be the most significant but at the same time the most challenging and problematic. It is widely recognized that organizational culture does play a substantial role in the overall change management process, however culture is being defined by another attribute too; nationality. Thus, the purpose of this thesis is to investigate which cultural factors influence and challenge change management. Furthermore, this research intends to investigate how masculinity versus femininity as a dimension in Hofstede’s cultural framework is reflected in the change management process.In order to address there two research questions, a qualitative multiple case study took place by obtaining data from two international companies operating in Sweden and Greece. The results of this research indicated that national culture has an impact on the change management process throughout multiple dimensions of Hofstede’s cultural framework. Last but not least, masculinity versus femininity appeared throughout all the examined change management processes. Participation and inclusion are concepts substantial for the feminine cultures whereas competition and individual benefits for the masculine ones. All these concepts for each culture should be taken into account in order to reduce change resistance and enhance the leadership efficiency. Overall, companies should take into consideration the national characteristics of the country they operate when forming strategies and applying processes in order to work an efficient and beneficial way for their employees.
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Panokarren, Clifford L. "Information model for engineering change management." FIU Digital Commons, 2004. https://digitalcommons.fiu.edu/etd/3949.

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Managing engineering changes is a critical task for organizations to remain competitive. In a manufacturing organization there are innumerable engineering change requests. This thesis is focused on the development of an information model that defines the engineering change process. This research developed an activity model in IDEF0, an object model in IDEF1X and a dynamic model using state diagrams. The activity model captures the business process for executing an engineering change in terms of its constituting activities and sub-activities. The object model defines each object and its attributes identified in the activity model. The dynamic model captures the status change of each object in the engineering change process. This study concludes with a summary, implementation issues and future work that can be done in the direction of implementing a system based \ on the information model developed.
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servati, mohsen. "game of change; a game theoretic approach to organizational change management." Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12707.

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      Organizational change and game theory were separately investigated over time. Due to lack of scientific research on the relationships of those two fields of knowledge, an investigation of the game theoretic applications in managing change was performed in this research. Game theoretic applications were structured concerning the analytical use of game theory, strategic formulation with game theory and equilibrium analysis. By a qualitative flexible research method, main problematic areas of organizational change were identified with suitable game theoretic applications. Those problem areas are: making cooperation and coalition in change, group dynamic difficulties and the problem of incentive rewards. In each problem area, game theoretic solutions were discussed to help managers to make better decisions. Four mechanisms were inferred to support the game theoretic analysis of change management problems. Those mechanisms are: sub games, practical games, specific modeling and behavioral studies of games. Finally, an instructional framework was developed to conclude findings and illuminate the game theoretic approach in organizational change.

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Asquith, Andrew Richard. "Change management in local government : strategic change agents and organisational ownership." Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.

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This thesis analyses strategic change management in English local government and suggests the most appropriate leadership and management approaches for achieving successful organisational change. Using a model of organic evolution, the research identifies and analyses three distinctive stages in the development of management systems and practices in local government. These stages can be identified as: traditional, corporate and strategic approaches. A sample of eight local authorities representing two from each of the major English authority types was selected. Extensive qualitative research enabled the classification of the authorities using the following typology: namely transactional, community leadership and business culture. Each type is representative of one of the three evolutionary stages. With reference to each of the identified three stages of evolutionary development, the role of the chief executive in each of the authorities in successfully managing change was assessed. The purpose is to establish which management type provided the most effective change management environment. This assessment took place on two levels. Firstly, the qualitative research addressed the perceptions of the chief executives' change management agenda on the part of the strategic actors on both sides of the managerial/political interface within each authority. They were identified as the chief executive, the chief officers and the leading elected members. These perceptions were then used to develop the management typology noted above. Following the development of the management typology, an extensive survey of the attitudes of both middle managers and street-level operatives towards the change management process was conducted in the eight local authorities. This quantitative research revealed the perceptions of those individuals on whom change has the greatest impact. Following the analysis of the data generated by both the qualitative and quantitative research, the most effective leadership and change management strategies for local government in England are suggested. The conclusion is therefore that the most effective model for change management for local government is a hybrid organisation combining strengths from two of the evolutionary management stages.
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Warner, Ashley M. "Becoming more open to change recommendations for a change management program /." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.

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41

Harriss, Chris J. "Transculturals as Agents of Change." Thesis, The George Washington University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10743321.

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With operations involving global interindividual interactions and strategic organizational change, organizations face a human resource problem. Today, human resources departments seek individuals capable of interacting across and beyond sociocultural boundaries and sometimes in volatile, uncertain, complex, and ambiguous settings. The literature has identified that organizations underutilize a specific pool of employees with extensive international life-work experience. This study was designed to explore the phenomenon of the transcultural individual from a humanistic perspective. To be a transcultural individual is to have successfully integrated two or more cultures into their worldview. The study also examined transculturality, designating transcultural traits or characteristics, as a positive attribute to being an agent of change in the workplace. Three underlying premises drove this study: first, human relations are malleable; second, transcultural individuals are naturals in interindividual intercultural interactions; and third, change is continuous.

The study population included five women and four men located in Washington, D.C., and Paris, France. The study used a qualitative interpretive inquiry design and a transdisciplinary theoretical framework to explore the nine life stories. Semistructured interviews provided rich and thick descriptions for analysis. The results were threefold: the participants transcended their inherited culture to attain a degree of cultural freedom; a transcultural life lessens angst in the face of change; and self-perception of being a manager and/or leader of change seems normal to the participants.

The findings uncovered the transcultural life experience as a way of being and a way of knowing the world. Moreover, being transcultrual, from a human development and an existential transformative process, appears to predispose individuals to being proactive agents of change in the workplace. This study highlighted the positive humanistic perspectives, derived from being a transcultural individual, that organizations need from individuals with relevant knowledge to address cross-cultural challenges and complexified work settings due to a continuous state of change. The study also revealed a perception of change to be related to individuals’ prior life experiences with change, including emotional behaviors and coping mechanisms developed under such circumstances. Unforeseeably, conversations exposed personal the presence and role of temporalities in relation to personal perceptions of time in relation to change.change when revisiting and recollecting memories. In conclusion, recommendations for transcultural individuals and organizations are derived, and further research is suggested.

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42

Richter, Andreas. "Kommunikation in Veränderungsprozessen : eine theoretisch-analytische Betrachtung und Expertenbefragung zur Rolle von Promotoren, Meinungsführern und Multiplikatoren innerhalb persönlicher unternehmensinterner Kommunikation im organisatorischen Wandel /." Berlin : Helios Media, 2008. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=017131267&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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43

Swearingen, Robert. "The Ship of Change: A Model for Organizational Diagnosis and Change Management." Diss., North Dakota State University, 2019. https://hdl.handle.net/10365/31717.

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Grounded in developmental theory, the Ship of Change provides a renewed look at diagnostic relationships between organizational elements, and their interactions through the lens of a metaphorical ship analogy. Elements are identified and arranged based on empirical studies from the field with causal considerations emphasized by Burke-Litwin. The model uses a two-tiered visual perspective to depict multi-dimensionality that links core organizational elements to work unit activities through the interplay of culture, communication and climate. The model is intended for both the conveyance of principles related to open systems theory, and the practical application of diagnosing organizations for planning and implementing change. The model was tested in a case study with a transportation company using multiple methods data collection including a communication satisfaction survey, workplace observations, and employee interviews. The model was used to categorize and interpret data and to inform recommendations for change.
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Tluchowska, Malgorzata. "Management of group processes during organisational change /." [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17057.pdf.

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45

Kantola, H. (Hannele). "Management accounting change in public health care." Doctoral thesis, Oulun yliopisto, 2014. http://urn.fi/urn:isbn:9789526204680.

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Abstract The aim of this dissertation is to analyse the process of change in management accounting in public-sector health care. The change is examined through the implementation of a nationally homogeneous Diagnosis Related Grouping (DRG) system. The DRG system is used to classify health-care diagnoses into groups for service productisation and pricing. The system has been proposed as a solution for cost accounting and budgeting. The practical motivation of the dissertation is to analyse the embedding of change in organisations´ practises. The theoretical motivation of the dissertation is to extend the investigation of change by analysing the process of implementation of a nationally homogeneous system. The research data comprise 39 interviews conducted between 2006 and 2011 with hospital district representatives, the representatives of the company managing the DRG system, the DRG system supplier, and the representatives of the National Institute for Health and Welfare and the Association of Finnish Local and Regional Authorities. In addition to interviews, the data consists of participative observations, telephone inquiries, and newspaper articles. This dissertation consists of four essays that analyse the data through the lens of two theories: the Actor Network (ANT) and Institutional theory (NIS). The results indicate how the use of multiple theories (ANT ja NIS) as a methodology enriches and extends the insight into the change process in management accounting. For instance, the analysis of the homogeneous use of the DRG system, without investigating the practices of actors by making use of the ANT, the results could have been different in this respect. Especially, this dissertation indicates how important it is that actors’ actions are also examined in the processes of change in the implementation of public-sector management accounting systems. The idea for the DRG system was introduced to Finland almost twenty years ago. However, the results indicate that it has spread very slowly. According to earlier research, an institutional environment is considered to exercise pressure on organisations in order to make them adopt new practices that are homogeneous with other institutional practices. There is indirect pressure in decentralised health care in Finland, though its power for change is weak. This dissertation shows how the decentralisation of responsibilities in large-scale institutions, such as the health-care system in Finland, also slows down and decentralises reforms. As institutional power becomes weaker, the power of organisations to promote things seems to grow stronger, however
Tiivistelmä Tämän väitöskirjatyön tarkoituksena on analysoida johdon laskentatoimen muutosprosessia julkisen sektorin terveydenhoidossa. Muutosta tarkastellaan kansallisesti yhtenäisen diagnoosiperustaisen ryhmittelyjärjestelmän (Diagnosis Related Grouping, DRG) käyttöönottoprosessin kautta. DRG on järjestelmä, jossa luokitellaan terveydenhoidon diagnoosit ryhmiin palvelujen tuotteistusta ja hinnoittelua varten. Järjestelmää on esitetty ratkaisuna kustannuslaskentaan ja budjetointiin. Väitöskirjatyön käytännön motivaationa on analysoida muutoksen asettumista organisaatioiden käytäntöihin. Väitöskirjatyön teoreettisena motivaationa on laajentaa muutostutkimusta tarkastelemalla kansallisesti yhtenäisen järjestelmän käyttöönottoa. Tutkimuksen aineisto koostuu 39 haastattelusta, joita on kerätty vuosien 2006 ja 2011 välillä. Tutkimuksessa on haastateltu sairaanhoitopiirien henkilökuntaa, DRG-järjestelmän hallinnoiman yhtiön edustajia, järjestelmän toimittajaa, Terveyden ja hyvinvoinnin laitoksen sekä Kuntaliiton edustajia. Aineisto sisältää haastattelujen lisäksi osallistuvaa havainnointia, puhelinkyselyjä sekä lehtiartikkeleita. Tämä väitöskirjatyö koostuu neljästä esseestä, joissa analysoidaan aineistoa kahden eri teorian, toimijaverkostoteorian (ANT) ja institutionaalisen teorian (NIS), avulla. Tulokset tuovat esille, kuinka kahden teorian (ANT ja NIS) metodologinen käyttö rikastuttaa ja laajentaa näkemystä johdon laskentatoimen muutosprosessista. Esimerkiksi analysoitaessa DRG-järjestelmän yhtenäistä käyttöä tutkimatta toimijoiden toimintaa toimijaverkostoteoriaa hyödyntäen, tulokset voisivat tältä osin olla erilaiset. Erityisesti tämä väitöskirjatyö osoittaa, kuinka tärkeää julkisen sektorin johdon laskentajärjestelmien käyttöönoton muutosprosessia tutkittaessa on tutkia myös toimijoiden toimintaa. Idea DRG-järjestelmästä esitettiin Suomessa melkein kaksikymmentä vuotta sitten. Tulokset osoittavat kuitenkin, että sen leviäminen on ollut hyvin hidasta. Aikaisempien tutkimusten mukaan institutionaalisen ympäristön katsotaan painostavan organisaatioita, jotta ne ottaisivat käyttöön uusia menetelmiä, jotka ovat yhdenmukaiset muiden institutionaalisten käytänteiden kanssa. Suomen hajautetussa terveydenhoidossa esitetään epäsuoraa painetta, mutta sen voima muutokseen ei ole vahva. Väitöskirjatyö tuo esille miten suurien instituutioiden, kuten Suomen terveydenhoidon, vastuun hajautuessa myös reformit hidastuvat ja hajautuvat. Institutionaalisten voimien heikentyessä organisaatioiden voima ajaa asioita näyttää kuitenkin vahvistuvan
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Dunn, Lindsay, and n/a. "Management training and change in self-perception." University of Canberra. Education, 1990. http://erl.canberra.edu.au./public/adt-AUC20060706.162407.

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This quasi-experimental study was to make a comparison between the level of self-perception prior to and following a training process. The study attested the view that the action learning based program in question was an effective mechanism for change in self-perception. The population studied were officers of the Australian Public Service and the Commonwealth Teaching Service located in the Australian Taxation Office, Austrade, ACT Schools Authority and the Department of Community Services and Health. A pilot study conducted in the Public Service Board in 1987 suggested that an action learning training process may be impacting on management competencies. Respondent's attitudes to nine personality variables were measured using the Saville Holdsworth Occupational (OPQ) Concept 5 Questionnaire. The variables were Assertive, Gregarious, Empathy, Field of Use, Abstract, Structure, Anxieties, Controls and Energies. Using the Solomon's Four quasi-experimental design, containing three experimental and two control groups, pre-test, change and post-test scores were compared using a one-way Analysis of Variance. Where pre-tests were statistically significantly different an Analysis of Covariance was used, The general conclusion from the study was that the experimental groups showed an overall insignificant relationship with training particularly as control groups showed similar differences over time. Apart from few exceptions the results did not support any strong notion of positive change in self-perception as a result of a training intervention.
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47

Neumann-Cosel, Alexa von. "Change-Management systemtheoretisch betrachtet : ein synergetisches Handlungsmodell /." Hamburg : Kovač, 2006. http://www.verlagdrkovac.de/3-8300-2476-2.htm.

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48

Nowak, André. "Wertschätzende Kommunikation Ressource in Change-Management-Prozessen." Saarbrücken VDM, Müller, 2004. http://deposit.d-nb.de/cgi-bin/dokserv?id=2845615&prov=M&dok_var=1&dok_ext=htm.

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49

Nowak, André. "Wertschätzende Kommunikation : Ressource in Change-Management-Prozessen /." Saarbrücken : VDM, Müller, 2006. http://deposit.d-nb.de/cgi-bin/dokserv?id=2845615&prov=M&dok_var=1&dok_ext=htm.

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50

Heaven, William John Douglas. "Object-Oriented Specification:Analysable Patterns & Change Management." Thesis, Imperial College London, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.506765.

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Formal techniques have been shown to be useful in the development of correct software. But the level of expertise required of practitioners of these techniques prohibits their widespread adoption. Attempts to integrate formal specification techniques with modern, often agile, software development practices are becoming more successful. However, these new techniques do not yet have development environments that facilitate the construction of consistent specifications for the non-expert developer. :Many of the tools that support the analysis of specifications expressed in these languages give misleading feedback in cases where the specification is inconsistent. Further, logical changes made to a specification typically invalidate the results of previous analyses. This thesis is therefore concerned with the development of an environment to facilitate the construction of correct specifications. Analysis patterns are identified that guide a non-expert specifier through some of the logical pitfalls of analysing a program specification. A change management framework for program specifications is described, which minimises the number of SAT calls needed to recheck the consistency of an edited specification. A lightweight program specification language, called Loy, is defined, which can be automatically analysed by the Alloy Analyzer, through a formal encoding of Loy into Alloy. A prototype tool is presented that automates the encoding and implements the analysis patterns and change management framework in the context of Loy specifications.
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